1、WORLD-WIDEPROJECT MANAGEMENTMETHODOLOGYFocusPM Applying FocusPM for Non-Project ManagersTodays Topicsn Project Management Initiativen History of Developmentn Content and Strategy n Required inputs to FocusPMn Key Business Pointsn Methodology Overviewn Benefits of FocusPMn Why choose HP?FocusPM: It w
2、ill change the way we do business.Jim SherriffCurrent Staten The size and complexity of solution projects have been consistently growingn Different result while delivered by different PM ( even excellent)n Project Managers use methodologies inconsistently n Best practices are not captured, shared, o
3、r reused n The Project Managers role, responsibility and authority are not clearly definedn Client dissatisfaction and low profitability are issues in many projects Future Staten Projects are a major contributor to our profitabilityn Clients perceive our Project Management as one of HPs competitive
4、advantages n The Project Manager is perceived as a highly desired job within HP with clear authority and responsibility to make projects a successn Using a single global methodology and tools contribute to successful projectsn Knowledge capture and reuse greatly increase the effectiveness of our Pro
5、ject ManagersProject Management Initiative Objective 2:nClearly define role and authority as well as measures, rewards, and scoping of Project ManagersObjective 3:nRapidly enhance our Project Management capability through development and hiringObjective 1:n Enable the implementation of a consistent
6、Project Management methodology world-wideRole of Project Managern Responsible for profitability (scope / terms & conditions / cost / schedule) of projectn Key role in selling process - qualifying project and recommending GO / NO GOn Assesses and manages risk during selling and delivery process n Man
7、ages project team during the projectn Manages relationship between clients and HP / partners / subcontractorsn Major relationship with CBM, CBL & Principal Consultant in pre-salesn Drives the success of the projectPMs are Empowered to:n Have sole accountability for profitability of projectsn Have a
8、major responsibility in the selling processn Have authority to be the only manager of project deliveryn Have authority to be the major interface to client during the project Does NOT mean that Project Manager is the most important person for project success - entire HP Team is important for project
9、success WORLD-WIDEPROJECT MANAGEMENTMETHODOLOGYFocusPM History of Developmentn Project Managers asked for a more professional methodology for planning and implementing projects nBased on previous principle (CPLC) & HP best practicesn November 1996 initial strategy,January 1998 Final ReviewnWW Review
10、 Team Compared to Previous MethodologyH Is consistent with the Project Management Institutes (PMI & Prince2 standards)H Incorporates HP best practicesH Provides rigor and detail in the planning phasesH Includes a robust toolkit in the planning and implementation phasesH Meets the need of Project Man
11、agers to manage increasingly larger and more complex projects Benefits of FocusPMH Improved HP bottom line by cutting losses on projectsH Ensures consistent world-wide approach to client projects (will be used by HPC, ISBU, and OSD)H Developed under leadership of global HPC/ ISBU Steering CommitteeH
12、Incorporates WW HPC/ ISBU best practices and industry standard Project Management methods and terminology (PMI and Prince2)H Can be used for any type of project (Scaleable)H Provides a full set of forms, tools and templatesHIncludes a rigorous process for assessing / managing riskComponents of Focus
13、PM Guide, Manual and all Tools on the Web Continuous Improvement accessed through the Web Web based Knowledge Sharing (Project Snapshots and Best Practices) Documentation Management System (under investigation) n Documentation Methodology Guide (Phases / Activities / Tasks) Reference Manual (Process
14、es and Techniques) Toolkit (Forms, Templates and Examples) Quick Reference Card (Quick Overview)n Electronic Toolsn Training and Communication Applying FocusPM for Project Managers - 2 days Applying FocusPM for Non-Project Managers - 1/2 day Internal Presentations for HPC and Sales External slide se
15、t Sales slide set Web based training - Qtr 3 (Virtual University) Key Strategiesn Consistent quality criteria and measuresn Knowledge sharing and re-use (Project Snapshots)n Sequence of activities and tasks (Bid Plan, Design, Plan, Propose, Negotiate)n PM process measurements by phase, i.e., Quality
16、 Reviews n Quality reviews - process and content (local process)n PM Methodology for Project Managersn Scaleable: Use on all projects n Review Criteria for each Tool / Outputn Quality reviews in each FocusPM Phase and ActivityQuality in FocusPM FocusPM: Scaleable for All ProjectsVery large, complex
17、projectSmall projectMedium-sized projectHow? Methodology Structure of FocusPMPhaseActivityTaskProcessOutput* (Tools)Input* Dont confuse Output with Client Deliverables FocusPM Methodology Overview2.1 Prepare Technical Solution2.2 Develop Project Scope Statement and WBS2.3 Develop Project Schedule2.4
18、 Establish Project Resource Requirements2.5 Develop Project Risk Management Plan2.6 Develop Additional Preliminary Project Plans2.7 Develop Project Budget2.8 Resolve Inconsistencies in Project Plan2.9 Perform Project Plan Quality Review2.10 Prepare and Present Client Proposal2.11 Perform Planning an
19、d Proposal Quality Review Activities3.1 Reach Agreement on Proposal3.2 Produce Final Proposal and Project Baseline3.3 Complete Contract3.4 Perform Selection Quality Review Activities4.1 Start Up Project4.2 Conduct Project ControllProject Plan ExecutionlSchedule Tracking and ControllFinancial Trackin
20、g and ControllHuman Resources Mgt.lCommunications Mgt.lQuality ControllRisk ManagementlChange ControllConfiguration Mgt.lContract and Procurement Mgt.4.3 Implement SolutionlManage to the Project Plan Project Teams Client Expectations Project DeliverableslPerform Client AcceptancelTransfer to Warrant
21、y and Support4.4 Close Project Implementation4.5 Perform Implementation Quality ReviewActivities5.1 Fulfil Warranty Commitments5.2 Perform Warranty Quality ReviewActivities6.1 Initiate Post-Warranty Support Services6.2 Perform Support Quality ReviewActivities1.1 Appoint Project Manager1.2 Estimate B
22、id Effort of Engagement1.3 Perform Quality Review of Engagement1.4 Request Authorisation to BidActivitiesPHASE1.0INITIATION2.0PLANNING ANDPROPOSAL3.0SELECTION4.0IMPLEMENTATION5.0WARRANTY6.0SUPPORT Required Inputs(From Principal Consultants, Solution Consultants) ImprovedWin RatioandRepeatableBusines
23、sFocusPMMethodology Local Authorisation Form Opportunity Investigation(AO, SBC, etc.) Request for Proposal (RFP) Invitation to Quote (ITQ) Signed Risk Opportunity and Analysis Model (ROAM) IT WILL CHANGE THE WAY WE DO BUSINESS - Jim Sherriffn Following FocusPM is mandatory for PMsn The Project Plan
24、content is used in the proposaln Planning components (Design and Project Plan) can be deliverable templates in a consulting projectn HPs service methodologies (from FOIs) are included in the development of the WBSn The Project Plan is the basis for the contract and becomes the Addendum to the contra
25、ct - (Not the Proposal)n New Roles and Responsibilities for PMs and othersn Scalability - all activities and tasks requiredKey Business Pointsn If required resources are not available, PM escalates the issues and stops the project - Rescheduling occurs upon start-upn Checkpoints in the FocusPM Bid P
26、lan require management approval before proceeding -Bid Plan - Presales-Project Plan - Implementation-Proposal - Submission-Client negotiated proposal changes-Scope changesKey Business Points(Continued)The Project Manager is responsible forn leading the delivery of large integrate solution and for ke
27、y steps in the sale of solution n overall project plan, budget, schedule, staffing.n overall risk management and profitability n making a recommendation to management (GO/NO GO decision)n effectively applying the FocusPM Methodology to solution project n is the single point of contact with client n
28、is the Business Manager for the projectn is accountable for the agreed-upon margin for the project n manages all people resources on the projectn is accountable to Senior Managern must have all change control requests approved by HP Management and Clientn provides performance feedback on all project
29、 team members at major milestones and project close-out - aligned with HP Consulting Couselee Review ProcessDuring the Project, the Project Manager FocusPM Methodology Overview2.1 Prepare Technical Solution2.2 Develop Project Scope Statement and WBS2.3 Develop Project Schedule2.4 Establish Project R
30、esource Requirements2.5 Develop Project Risk Management Plan2.6 Develop Additional Preliminary Project Plans2.7 Develop Project Budget2.8 Resolve Inconsistencies in Project Plan2.9 Perform Project Plan Quality Review2.10 Prepare and Present Client Proposal2.11 Perform Planning and Proposal Quality R
31、eview Activities3.1 Reach Agreement on Proposal3.2 Produce Final Proposal and Project Baseline3.3 Complete Contract3.4 Perform Selection Quality Review Activities4.1 Start Up Project4.2 Conduct Project ControllProject Plan ExecutionlSchedule Tracking and ControllFinancial Tracking and ControllHuman
32、Resources Mgt.lCommunications Mgt.lQuality ControllRisk ManagementlChange ControllConfiguration Mgt.lContract and Procurement Mgt.4.3 Implement SolutionlManage to the Project Plan Project Teams Client Expectations Project DeliverableslPerform Client AcceptancelTransfer to Warranty and Support4.4 Clo
33、se Project Implementation4.5 Perform Implementation Quality ReviewActivities5.1 Fulfil Warranty Commitments5.2 Perform Warranty Quality ReviewActivities6.1 Initiate Post-Warranty Support Services6.2 Perform Support Quality ReviewActivities1.1 Appoint Project Manager1.2 Estimate Bid Effort of Engagem
34、ent1.3 Perform Quality Review of Engagement1.4 Request Authorisation to BidActivitiesPHASE1.0INITIATION2.0PLANNING ANDPROPOSAL3.0SELECTION4.0IMPLEMENTATION5.0WARRANTY6.0SUPPORT Key Decision: - HPs Response to Client InputLocal Authorisation FormOpportunity InvestigationRequest for Proposal (RFP)Invi
35、tation to Quote (ITQ)Risk and Opportunity Analysis Model (ROAM)OutputProject Manager AppointmentClient RequirementsProject Mission and ObjectivesBid PlanBid Quality ReviewLocal Authorisation FormActivities1.1 Appoint Project Manager1.2 Estimate Bid Effort1.3 Perform Quality Review of Engagement1.4 R
36、equest Authorisation to Bid1.0INITIATION2.0PLANNING ANDPROPOSAL3.0SELECTION4.0IMPLEMENTATION5.0WARRANTY6.0SUPPORT1.0 Initiation Phase - OverviewObjective: Manage HPs opportunity cost Key Decision: - HPs Response to Client1.1Appoint Project Manager1.2Estimate BID Effort1.3Perform QualityReview of Eng
37、agement1.4Request Authorisation to BidEngagement OpportunityPlanning andProposalActivity 1.1Appoint Project ManagerTask 1.1.1Select Project ManagerTask 1.1.3Review Project RequirementsTask 1.1.2Establish Project FileLocal Authorisation FormOpportunity InvestigationRequest for Proposal (RFP) or Invit
38、ation to Quote (ITQ)Risk & Opportunity Analysis Model (ROAM) HPC Form1.1.1Project Manager EngagementPMT5200Letter and Project Charter1.1.2Project FilePMC12501.1.3Client RequirementsPMT10801.1.2Project File - EstablishedPMC12501.1.1Project Manager EngagementPMT5200Letter and Project CharterInputOutpu
39、tTools1.0 Initiation PhaseProject File in Initiation Phase1.1Appoint Project Manager1.2Estimate BID Effort1.3Perform QualityReview of Engagement1.4Request Authorisation to BidEngagement OpportunityPlanning andProposalActivity 1.2Estimate Bid EffortTask 1.2.1Complete Project Mission and ObjectivesTas
40、k 1.2.2Develop Bid Plan1.1.3Client RequirementsPMF10801.1.3Client RequirementsPMF10801.2.1Project Mission and ObjectivesPMT11001.2.2Bid PlanPMT12001.2.1 Project Mission and ObjectivesPMT1100InputOutputTools1.0 Initiation Phase1.1Appoint Project Manager1.2Estimate BID Effort1.3Perform QualityReview o
41、f Engagement1.4Request Authorisation to BidEngagement OpportunityPlanning andProposalActivity 1.3Perform Quality Review of EngagementInputOutputToolsTask 1.3.1Review Project DocumentationTask 1.3.2Perform Quality Review1.1.2Project FilePMC12501.1.3Client RequirementsPMF10801.2.1Project Mission and O
42、bjectivesPMT11001.2.2Bid PlanPMT12001.1.2Project FilePMC12501.2.1Project Mission and ObjectivesPMT11001.2.2Bid PlanPMT12001.3.2Quality Review - MinutesPMF60511.3.1 Documentation Review1.0 Initiation Phase 1.1Appoint Project Manager1.2Estimate BID Effort1.3Perform QualityReview of Engagement1.4Reques
43、t Authorization to BidEngagement OpportunityPlanning andProposalActivity 1.4Request Authorization to BidTask 1.4.1Present Recommendation for ApprovalTask 1.4.3Establish Bid TeamTask 1.4.2Update Project File1.2.1Project Mission and ObjectivesPMT1100 1.2.2Bid PlanPMT12001.3.2Quality Review - MinutesPM
44、F60511.1.2Project FilePMC12501.4.1Local Authorisation1.2.2Bid PlanPMT12001.4.1Local Authorisation1.4.3Internal/External Resources- Bid TeamPMF51001.4.2Project File - UpdatedPMC12501.4.1 Local AuthorisationInputOutputTools1.0 Initiation PhaseHighlights of Initiation PhaseProject Mission and Objective
45、n Project Backgroundn Project Objective (Client)n Critical Success Factorn Exclusionsn Key milestonesn Constrainn HP ObjectivesRisk Management begins in the Initiation Phase and continues throughout the other phases:n Sales team completes Risk and Opportunity Analysis Model (ROAM)n Stresses value of
46、 formalized risk assessment process versus gut feelingn Stresses control and profitabilityGood decision:n Improved win/loss ration No bad projects!Highlights of Initiation Phase(Continued)The Project Manager:n Is assigned early in the processn Reviews sales information on client and projectn Creates
47、 Project Mission and Objectivesn Develops Bid Plann Recommends next stepn May have an additional project review with clientHighlights of Initiation Phase(Continued)As input to Phase 1, the Sales Team:n Develops sales visionn Conducts client evaluationn Qualifies the Client: - Finds assurances that c
48、lient can afford the solution - Determines whether client vision is compatible with HP missionn Develops initial risk analysis (ROAM)Highlights of Initiation Phase(Continued)n 1 out of 10 projects progress from Initiation Phase to Planning and Proposal Phasen 3 out of 4 projects in the Planning and
49、Proposal Phase progress to the Selection Phasen 4 out of 5 projects in the Selection Phase progress to the Implementation PhaseSuccess Story: UK HP ConsultingOverview of Initiation PhaseKeyDecisionsReviewPointsH Selection of Project Manager (1.1.1)H Bid Recommendation (1.4.1)H Quality Review of Enga
50、gement (1.3) 1.0INITIATION2.0PLANNING ANDPROPOSAL3.0SELECTION4.0IMPLEMENTATION5.0WARRANTY6.0SUPPORTActivities2.1Prepare Technical Solution2.2 Develop Project Scope Statement and WBS2.3Develop Project Schedule2.4Establish Project Resource Requirements2.5Develop Project Risk Management Plan2.6Develop
